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Launch

LeanPAD
@ SINGAPORE
Over the years, NUS has generated a significant
number of technological inventions.
As of end of 2011,
NUS has been grante...
• The key challenge is to generate something valuable
from these inventions
- R&D: Turn Money into Knowledge
- Commerciali...
• How can an invention be commercialized?
- License it? To Whom?
- Build a Product/Service? For Whom?
- Start a company to...
A Technology Commercialization Plan is just a set of
hypotheses about how an invention can be turned into
end products/ser...
THE IDEA OF “LEAN”
• Search/Generate Hypotheses about how you can
make money
• Test/Validate your Hypotheses, Fail Fast, F...
THE IDEA OF “LEAN”
How to NOT launch: Webvan
THE LEAN LAUNCHPAD
• Adopted by National Science Foundation since 2011.
• Taught at Stanford University, Georgia Tech, Uni...
THE LEAN LAUNCHPAD
Lean LaunchPad Pedagogy
• Hands-on experiential learning
• Flipped classroom
• Design Business Model
• ...
The LLP is Based On
• Business Model Generation
• The Lean Startup
• The Startup Owners Manual
BUSINESS MODEL CANVAS
key activities

value
proposition

customer
relationships

customer
segments

key
partners

cost
key
structure resources

...
The Startup Canvas: 9 Guesses
Guess

Guess

Guess

Guess
Guess

Guess

Guess

Guess

Guess
LLP: Process to Change Guesses into Facts

Guess

Guess

Guess

Guess
Guess

Guess

Guess

Guess

Guess
BUSINESS MODEL CANVAS
CUSTOMER DISCOVERY
CUSTOMER DISCOVERY
RULE #1.

There Are No Facts Inside The Building,

So Get the Heck Outside
CUSTOMER DISCOVERY
Get out of the Building
CUSTOMER DISCOVERY
Test your hypothesis
MINIMUM VIABLE PRODUCT
CUSTOMER DISCOVERY
Pivot
Hypotheses>Design>Test>Insight Loop
Customer Discovery
Customer
Discovery

Phase 3
Test
Product
Hypothesis

Phase 4
Verify, Iterate &
Expand
To Validation

Ph...
TEAM FORMATION
Principal
Investigator

Entrepreneurial
Lead
(Graduate /
Post Doc)

MBA Student

Mentor

Entrepreneur
PRINCIPLE INVESTIGATOR (PI)
Characteristics
• Tenured Professor/Senior Researcher
• Has a strong portfolio of technologies...
ENTREPRENEURIAL LEAD
Characteristics
• Post-doc or graduate student
• Relevant knowledge of the technology and a deep comm...
MENTOR
Characteristics
• An experienced business person with relevant domain expertise in
the potential areas of applicati...
TEAM SELECTION CRITIREA
• Priority for teams involving NUS PIs or start-up
founders
• “Readiness” of Technology for
Commer...
READING MATERIALS
• Business Model Generation: A Handbook for
Visionaries, Game Changers and Challengers
(Alexander Osterw...
KEY LEARNING ACTIVITIES
• Intensive 2-day Initial Bootcamp (April 7 & 8) with
Face-to-Face Lectures and Group Work
• Weekl...
SCHEDULE
Week No.

Date

Topic

1

7-8 April 2014

1

10 April 2014

2

17 April 2014

Business Model Canvas, Customer Seg...
Faculty Trainers

Prof Wong Poh Kam

Prof Virginia Cha

Jerome Engel

Steve Blank

Prof Neo Kok Beng
LeanLaunchPad @ Singapore - NUS Enterprise
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LeanLaunchPad @ Singapore - NUS Enterprise

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LeanLaunchPad @ Singapore - NUS Enterprise

  1. 1. Launch LeanPAD @ SINGAPORE
  2. 2. Over the years, NUS has generated a significant number of technological inventions. As of end of 2011, NUS has been granted 279 patents by the US Patent Office
  3. 3. • The key challenge is to generate something valuable from these inventions - R&D: Turn Money into Knowledge - Commercialization: Turn Knowledge into Money
  4. 4. • How can an invention be commercialized? - License it? To Whom? - Build a Product/Service? For Whom? - Start a company to do it? To Do What?
  5. 5. A Technology Commercialization Plan is just a set of hypotheses about how an invention can be turned into end products/services that some customers will pay for “Before we build a better mousetrap, we need to find out if there is any mice out there.” - Yogi Berra
  6. 6. THE IDEA OF “LEAN” • Search/Generate Hypotheses about how you can make money • Test/Validate your Hypotheses, Fail Fast, Fail Early, Pivot, Before You Commit Big $$
  7. 7. THE IDEA OF “LEAN” How to NOT launch: Webvan
  8. 8. THE LEAN LAUNCHPAD • Adopted by National Science Foundation since 2011. • Taught at Stanford University, Georgia Tech, University of Michigan, Berkeley, Columbia, NYU, Caltech, etc. • Recently partnered with National Collegiate Inventors and Innovators Association. • Early evidence of success in SBIR Phase 1 funding – approval rates • 18% of teams who did not take the class • 60% of teams who did take the class
  9. 9. THE LEAN LAUNCHPAD Lean LaunchPad Pedagogy • Hands-on experiential learning • Flipped classroom • Design Business Model • Customer Discovery • Agile Engineering
  10. 10. The LLP is Based On • Business Model Generation • The Lean Startup • The Startup Owners Manual
  11. 11. BUSINESS MODEL CANVAS
  12. 12. key activities value proposition customer relationships customer segments key partners cost key structure resources revenue streams channels 13 images by JAM
  13. 13. The Startup Canvas: 9 Guesses Guess Guess Guess Guess Guess Guess Guess Guess Guess
  14. 14. LLP: Process to Change Guesses into Facts Guess Guess Guess Guess Guess Guess Guess Guess Guess
  15. 15. BUSINESS MODEL CANVAS
  16. 16. CUSTOMER DISCOVERY
  17. 17. CUSTOMER DISCOVERY RULE #1. There Are No Facts Inside The Building, So Get the Heck Outside
  18. 18. CUSTOMER DISCOVERY Get out of the Building
  19. 19. CUSTOMER DISCOVERY Test your hypothesis
  20. 20. MINIMUM VIABLE PRODUCT
  21. 21. CUSTOMER DISCOVERY Pivot
  22. 22. Hypotheses>Design>Test>Insight Loop
  23. 23. Customer Discovery Customer Discovery Phase 3 Test Product Hypothesis Phase 4 Verify, Iterate & Expand To Validation Phase 2 Test Problem Hypothesis Phase 1 Author Hypothesis
  24. 24. TEAM FORMATION Principal Investigator Entrepreneurial Lead (Graduate / Post Doc) MBA Student Mentor Entrepreneur
  25. 25. PRINCIPLE INVESTIGATOR (PI) Characteristics • Tenured Professor/Senior Researcher • Has a strong portfolio of technologies or a new invention that he/she is keen to see commercialized • May have patented their inventions, some may have secured POC grants or may even have started their companies Role • Creator of the science / technology or research that is within striking distance to product or process demonstration. • Technical lead & visionary • Commitment to participate in Initial Bootcamp and Final Presentation, plus time availability for some of the weekly consultation sessions
  26. 26. ENTREPRENEURIAL LEAD Characteristics • Post-doc or graduate student • Relevant knowledge of the technology and a deep commitment to investigate the commercial landscape surrounding the innovation • May be complemented by another student with entrepreneurial or business training (e.g. MBA) Role • Selected by the PI to support the transition of the technology, to leave the academic institution • Expected to participate fully in the program, including the field interviews and weekly sessions
  27. 27. MENTOR Characteristics • An experienced business person with relevant domain expertise in the potential areas of application of the technology • May be an experienced entrepreneur, investor or executive who have worked on transiting technology out of academic lab Role • Provide insight from business and industry • The Mentor is expected to participate in most of the initial bootcamp to guide the team forward and to provide advice and inputs through the weekly sessions and to track their progress and have regular communication with the LLP@SG program director/faculty
  28. 28. TEAM SELECTION CRITIREA • Priority for teams involving NUS PIs or start-up founders • “Readiness” of Technology for Commercialization • Interest & Commitments of PI • Composition of Team Members already in place • For non-NUS related teams, potential for collaboration with NUS
  29. 29. READING MATERIALS • Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers (Alexander Osterwalder, Yves Pigneur, 2010) • The Startup Owner’s Manual, The Step-byStep Guide for Building a Great Company (Steve Blank and Bob Dorf, 2012)
  30. 30. KEY LEARNING ACTIVITIES • Intensive 2-day Initial Bootcamp (April 7 & 8) with Face-to-Face Lectures and Group Work • Weekly Field Interviews (10 per week) and documentation of findings on online platform Launchpad Central • Weekly Watching of Online Video Lectures (2-3 hours) • Weekly Feedback Session & Group Work (2-3 hours) • Regular Consultation with Mentors & Program Faculty • Final intensive presentation & feedback sessions (June 9)
  31. 31. SCHEDULE Week No. Date Topic 1 7-8 April 2014 1 10 April 2014 2 17 April 2014 Business Model Canvas, Customer Segment, Product Offering & Value Proposition; Customer Relationships Get/Keep/Grow & Channels ; Interview techniques Revenue Models 3 24 April 2014 Key Activities & Key Resources 4 30 April 2014 Partnerships 5 8 May 2014 Cost & Financing Requirements 6 15 May 2014 Putting It Altogether 7 22 May 2014 Preparation of Plan 8 29 May 2014 9 5 June 2014 10 9 June 2014 Presentation Skills Training; Preparation for Final Presentation “Lessons Learned” Presentation & video Trial Preparation & Feedback Final Presentations & Feedback
  32. 32. Faculty Trainers Prof Wong Poh Kam Prof Virginia Cha Jerome Engel Steve Blank Prof Neo Kok Beng

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